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Journal articles on the topic 'Employee perception of the organization'
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1
Govani, Dhvani. "GREEN HRM – A SUSTAINABLE TOOL FOR DEVELOPMENT OF BUSINESS." International Journal of Management, Public Policy and Research 2, no. 4 (2023): 51–62. http://dx.doi.org/10.55829/ijmpr.v2i4.189.
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This study examines the perception of employees towards layoff policy in an organization. The research aims to identify the factors that affect employee perception of layoff policies and to explore how these perceptions may influence employee attitudes and behavior. A survey was conducted among employees in different industries and positions to gather data on their perception of layoff policies. The results of the study indicate that employees' perception of the fairness of the layoff policy, communication about the policy, and support provided to employees during the layoff process are significant factors that impact employee perception of layoff policies. Moreover, employee perception of layoff policies has a significant influence on their job satisfaction, commitment, and intention to stay with the organization. . The findings of this study provide insights for organizations to improve their layoff policies and communication strategies to better manage employee perceptions during times of organizational change.
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Gunaseelan, D., and George Thomas. "Employee’s personal characteristics and their perception on employee engagement: A study on hotel employees." Salud, Ciencia y Tecnología - Serie de Conferencias 3 (June 12, 2024): 891. http://dx.doi.org/10.56294/sctconf2024891.
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Employee engagement is the concept by which an employee’s intellectual and his emotional attachment to work and organization is measured. Employees of the hotels are to be engaged to reduce employee turnover, enhance customer satisfaction and improved business performance that influences the sustainability of the organization in an aggressively competitive market. Data for the research has been collected from a four and five star category hotels at Kolkata which is analyzed for the role of employee’s personal characteristics, on the employee’s perception on engagement. The finding suggest that employee’s level of educational qualification and there gender have great role in their level of organizational engagement. Suggestions has been provided to improve the employee engagement in the study organizations.
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Fadillah, Silvia Listia, Putri Fatikasari, Ikva Diana Yesta, Farah Fadillah Amru, Lisa Harry Sulistiyowati, and Jay Miguel. "Quality Of the Work Environment Through the Approach of Employee Perceptions in Indonesian Manufacturing Companies." Journal of Business Innovation and Accounting Research 1, no. 1 (2023): 1–12. http://dx.doi.org/10.56442/qrm4d443.
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The purpose of this study is to investigate the relationship between perceptions of quality of work environment, behaviour and organization in PT manufacturing. The research method used was a questionnaire survey distributed to employees from different areas of the company. The variables studied include the perception of the quality of the work environment, the behaviour of the employees in performing their duties and the level of organization within the company. The results of the study show that there is a positive correlation between the perceived quality of the work environment and employee behaviour. The more positive the perception of the quality of the work environment, the better the relationship between the perceived quality of the work environment and employee behaviour. This study adds to our knowledge of how workplace quality influences employee behaviour and effective organizational performance. The results of this study suggest that organizations need to continue to improve the workplace. To create a successful and happy work environment, perception, environmental quality, behaviour and organization are critical factors that are interrelated. The secret to achieving organizational goals is a thorough understanding of how individuals' perceptions influence their behaviour and how that behaviour contributes to the organization. Organizations can improve employee performance, increase satisfaction, and gain a competitive edge in an increasingly globalised market by providing a happy, encouraging and high-quality working environment.
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Shalini,, Dr P. "EMPLOYEE PERCEPTION ABOUT ORGANIZATIONAL HR PRACTICES AND ITS CULTURE." International Scientific Journal of Engineering and Management 03, no. 05 (2024): 1–9. http://dx.doi.org/10.55041/isjem01805.
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A study on employee perception about organizational HR practices and culture at IWL India Private Limited. This study explores employee perceptions of organizational HR practices and culture and their impact on employee satisfaction and engagement. The research aims to understand how employees perceive various HR practices, such as recruitment, training, performance management, and compensation, and how these practices influence their perceptions of the organization's culture. The study also examines the relationship between employee perceptions of HR practices and their job satisfaction, organizational commitment, and intention to stay with the organization. The research adopts a descriptive research design to analyze the perspectives of 200 employees through a survey questionnaire. Using SPSS 16 for data analysis, quantitative research methodology is used. The questionnaire assesses the overall HR practices and culture. The transparency, flexibility, monetary rewards and remuneration, HR practices and culture which makes task easier and comfortable, and employee’s opinions and ideas in the study. The findings aim to provide insights into how employees perceive these practices and their impact on organizational culture. This study contributes to the existing literature by offering a comprehensive analysis of employee perceptions, which can guide organizations in improving their HR practices and fostering a positive organizational culture. Key Words: HR practices, organisational culture
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Ololube, Nwachukwu Prince, and Dennis Ogutum Ololube. "Organizational Change Management." International Journal of Applied Management Sciences and Engineering 4, no. 1 (2017): 25–42. http://dx.doi.org/10.4018/ijamse.2017010103.
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Change management is a continuous method used in transitioning individual employee, groups, and organizations to an anticipated future change. It focuses on the change management processes that addresses individual employee, groups and organizational factors that acts as catalyst for possible changes in organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switchover to an anticipated new role in the proposed business environment. This current study evaluated the relationship between leadership perception, attitudes and application towards organizational change. Using a structured questionnaire, principal officers, their deputies and faculty perceptions were analyzed and the results revealed that though change matrix are often painful and chaotic, however, significant relationship was found between employee perception, attitude, application and organizational change. The study recommends that Nigerian universities should be proactive in the implementation of changes to improve their employees' perception, attitude and application towards organizational change.
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Emmanuel, Noko, and Joseph Nwuzor. "Employee and Organisational Performance: Employees Perception of Intrinsic and Extrinsic Rewards System." Applied Journal of Economics, Management and Social Sciences 2, no. 1 (2021): 26–32. http://dx.doi.org/10.53790/ajmss.v2i1.5.
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The study aimed to evaluate the perception of employees on both intrinsic and extrinsic reward system and whether reward system impact their performance and the organization performance at large. To achieve the objective, the study employed Structural Equation Modelling (PLS-SEM) approach to test six hypothesis. The study sampled 400 employee of Zenith Bank Plc using questionnaire send to the respondent emails. PLS-SEM result revealed that both extrinsic and intrinsic rewards have positive and significant impact on employee performance, although, extrinsic appear more potent than intrinsic rewards. It was further revealed that three of the four measure of employee performance; quality job, effective service delivery, customer rating has positive significant with organization performance while time management was unable to explain organization performance. We discovered also that gender does not play any significant role on employee performance, but age does. The study therefore concluded that rewards play an important role in both employee performance and organization performance.
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Javed, Syed Muhammad, Saqib Muneer ., and Melati Ahmad Anuar . "Impact of Training on Expectation of Employee and Employer: A comparative study." Information Management and Business Review 5, no. 12 (2013): 601–7. http://dx.doi.org/10.22610/imbr.v5i12.1094.
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Organizations today spend millions of dollars on training to enhance the performance of their employees, which leads to formation of expectation on employers end as well as employees ends observing this phenomena ,this research was conducted to analyze the expectations of employee and employer and its impact on post training satisfaction, for that matter data was collected from 20 organization where training is provided ,sample size was 20 training / HR managers and per managers 5 employees, paired sample t test was applied to gauge the difference or similarity between the perception and expectation of employees and employer, after the analysis it was found that there is significant difference between the perception of employee and employers on the expected training outcomes and no similarity existed between the expectation of employee and employer which did not have positive effect on post training satisfaction.
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Saha, Shuvabrata. "Employee Perception Regarding Corporate Social Performance: A study of the selected Banking Company in Bangladesh." International Journal of Science and Business 2, no. 3 (2018): 419–31. https://doi.org/10.5281/zenodo.1323209.
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This research studies employees’ perceptions and expectations toward their organization’s Corporate Social Performance. Researcher develops a framework and methodology for analyzing and evaluating the perception of bank employees. This framework explains how employees’ perceptions of CSR trigger attitudes and behavior in the workplace which affect organizational, social and environmental performance. It also examines the social issues in the lens of employee perceptions by the descriptive statistical tools. To know the employee perception regarding corporate social performance ten sample banks employees have been chosen. In this study, we found that employee perception is high-quality regarding social activities of the sample banks. Specifically, the study reveals that by pursuing a series of variables will help in assessing employees’ reactions to and perceptions in the context of CSR principles. It also indicates that bank industry should pay more attention to its relevant social activities.
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Špoljarić, Anja, and Ana Tkalac Verčič. "Internal communication satisfaction and employee engagement as determinants of the employer brand." Journal of Communication Management 26, no. 1 (2021): 130–48. http://dx.doi.org/10.1108/jcom-01-2021-0011.
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PurposeThis study aims to contribute to the understanding of internal communication and its connections to engagement and employer brands. The authors wanted to test the relationship between the three variables and explore if employees' perception of employer brands is affected by internal communication satisfaction and engagement. Creating a desirable employer brand can have significant benefits for organizations, such as higher employee satisfaction, employee engagement and retention. It is crucial to have a clear grasp of how the determinants of these relationships affect each other.Design/methodology/approachA total of 1,805 employees participated in a large communication survey that measured internal communication satisfaction, employee engagement and perception of employer brand (operationalized as employer attractiveness). To test the relationship between variables, the authors used multiple regression analysis.FindingsThe results show internal communication satisfaction and employee engagement as significant predictors of employer brand. All of the internal communication satisfaction dimensions and two out of three employee engagement dimensions have been identified as determinants of at least two employer attractiveness dimensions.Research limitations/implicationsLimitations include using a cross-sectional dataset, which reduces the possibility of determining causality, using self-reports and a common source bias.Originality/valueThe authors added to the body of knowledge by analyzing the effects of workplace attitudes on attitudes toward the organization. The authors found that both internal communication satisfaction and employee engagement significantly shape the perception of employer brands.
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SOCKEL, HY, and BRENDA MAK. "THE RELATIONSHIP OF PERCEIVED ORGANIZATIONAL INNOVATIVENESS (PORGI) ON IS&T EMPLOYEE CONTINUANCE: A LISREL MODEL." International Journal of Innovation and Technology Management 01, no. 04 (2004): 393–414. http://dx.doi.org/10.1142/s0219877004000295.
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This paper explores how employees' perception of an organization's innovativeness impacts their desire to continue an association with the organization. The study uses Structural Equation Modeling — LISREL to explore the relationship between latent constructs of the employees' Perceived Job Satisfaction, and Perceived Organizational Innovativeness (PORGI) with their desire for (employment) Continuance with the organization. PORGI is measured through perceived innovation management, organizational career culture, personnel and innovation management policies. The latent construct of "Employee Continuance" is measured through loyalty and a desire to stay. The latent construct of Job Satisfaction is measured by the perceived job satisfaction of the employees. A survey was conducted among Information Systems and Technology (IS&T) employees and the data was analyzed using LISREL confirmatory factor analysis. The results indicate that Perceived Organizational Innovativeness and Job Satisfaction have significant impact on employee retention. Employees that perceived the organization as being innovative demonstrated higher levels of loyalty and had a higher desire to stay connected with their organization. The study concludes that it behooves organizations to support innovative technologies, if only to improve employee retention. Additional organizational implications and technological adoption strategies to strengthen employee retention are discussed.
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Maharani, Diajeng Puspa Arum, and Firda Nadia Roshandi. "DO TYPES OF ORGANIZATIONAL CULTURE CORRELATE WITH THE JOB SATISFACTION?: A STUDY ON EMPLOYEES’ PERCEPTION." Jurnal Administrasi Kesehatan Indonesia 7, no. 2 (2019): 162. http://dx.doi.org/10.20473/jaki.v7i2.2019.162-169.
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Background: The Orthopaedic and Traumatology Hospital had an increase in employee turnover of 1.39% from January to June 2012. It occurred due to high resignation and employee unsatisfaction. Thus, an organizational culture that consists of clan, hierarchy, market, and adhocracy becomes one of the determinant factors for employee turnover.Aims: This study aims to analyze the correlation between organizational culture and the employees’ job satisfaction.Method: This study used descriptive quantitative with a cross-sectional design, and the data were analyzed with a correlation test. There were 52 employees as the data of this study. The instruments utilized were OCAI and JSS questionnaires.Results: Market-type organization correlated significantly with job satisfaction. Organizational culture type, such as clan-type organization, adhocracy-type organization, and the hierarchy-type organization did not correlate significantly with job satisfaction. The majority of employees perceived that the Orthopedic and Traumatology Hospital adopts a hierarchy-type organization orienting to regulation and leadership. On the other hand, they expected the hospital to apply clan-type organizations that concerned about teamwork and ownership.Conclusion: There is a correlation between the market-type organization and job satisfaction. Meanwhile, there is no correlation between the clan-type organization, adhocracy-type organization, hierarchy-type organization, and job satisfaction. The hospital should increase internal strength, such as teamwork, training, facilities, and policies that support work procedures and staff.Keywords: market, adhocracy, clan, hierarchy, employees’ job satisfaction.
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Putrie, Hesa Chikita, and Faraz Faraz. "Organizational Cynicism Reviewed from Work Stress to Shipping Employee Organization Support." Psikostudia : Jurnal Psikologi 11, no. 1 (2022): 79. http://dx.doi.org/10.30872/psikostudia.v11i1.7167.
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The study aimed to determine the role of work stress and the perception of organizational support for organizational cynicism in shipping employees. The study used a quantitative approach with 152 respondents. The research instrument uses the organizational cynicism scale of Yunida, (2016), the work stress scale of Sari et al. (2018), and the survey scale of perceived organizational support from Kurtessis et al. (2017). Data retrieval is done online, then the data that has been collected, analyzed with multiple linear regression tests using SPSS software. The results showed that the significance value p = 0.00 (p < 0.05) so it can be said that work stress and perception of organizational support influence the organization's cynicism in shipping employees in the era of the COVID-19 pandemic. Work stress had an effective contribution of 31%, while effective contributions perceptions of organizational support were greater at 32%. Based on these results, it is very important to pay attention to organizational support for employees to avoid the emergence of organizational cynicism. Penelitian ini bertujuan untuk menentukan peran stres kerja dan persepsi dukungan organisasi untuk sinisme organisasi dalam karyawan pengiriman. Penelitian ini menggunakan pendekatan kuantitatif dengan 152 responden. Instrumen penelitian menggunakan skala sinisme organisasi Yunida, (2016), skala stres kerja Sari et al. (2018), dan skala survei dukungan organisasi yang dirasakan dari Kurtessis et al. (2017). Pengambilan data dilakukan secara online, kemudian data yang telah dikumpulkan, dianalisis dengan tes regresi linier berganda menggunakan perangkat lunak SPSS. Hasil penelitian menunjukkan bahwa nilai signifikansi p = 0,00 (p < 0,05) sehingga dapat dikatakan bahwa stres kerja dan persepsi dukungan organisasi mempengaruhi sinisme organisasi dalam mengirimkan karyawan di era pandemi COVID-19. Stres kerja memiliki kontribusi efektif sebesar 31%, sementara persepsi kontribusi yang efektif tentang dukungan organisasi lebih besar pada 32%. Berdasarkan hasil ini, sangat penting untuk memperhatikan dukungan organisasi bagi karyawan untuk menghindari munculnya sinisme organisasi.
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Hussain, Karar, Sheraz Ahmed, Muneer Hussain, and Mir Hassan. "Employee Perception of Risk Management Practices and Organizational Commitment." Journal of Accounting and Finance in Emerging Economies 9, no. 4 (2023): 575–86. http://dx.doi.org/10.26710/jafee.v9i4.2865.
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Purpose: The study determines employee perception of risk management practices and organizational commitment in Private Banks of Balochistan. Earlier studies in the field highlight the importance of HR practices during organizational transition since it may be necessary to influence employee behavior to support the change's direction. By implementing HR practices that encourage change, The HR department is in an excellent position to effect positive perception.
 Methodology: Using a quantitative research approach, this study evaluates the relationship between employee perception of risk management practices and organizational commitment in the banking sector.
 Findings: The study's findings for banking sector organizations, supporting them in better understanding the elements that influence employee perceptions of risk management practices and their commitment to the organization. The study's findings could be used to design focused initiatives to improve risk management practices and increase employee happiness and organizational effectiveness.
 Implications: This study may provide a foundation for future research in related domains by contributing to existing knowledge on risk management and organizational commitment. Finally, the study hopes to promote a risk-aware culture within the banking sector, resulting in a more engaged and resilient workforce and boosting these organizations' long-term prosperity and stability.
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Adhikersa, Ridhwan, Wahyudi Kumorotomo, Achmad Djunaedi, and Agus Heruanto Hadna. "Impact of Agile Organization and Leadership on Employee Experience: Case Study UPTD (Technical Implementing Service Unit) Digital Service Center, Geospatial Data and Information of West Java Provincial Government (Jabar Digital Service)." Populasi 30, no. 2 (2022): 103. http://dx.doi.org/10.22146/jp.80191.
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This research is a mixed study that analyzes the implementation of agile organization and agile leadership, and analyzes the impact of its implementation on employee experience at the Technical Implementing Service Unit Digital Service Center, Geospatial Data and Information of West Java Provincial Government called Jabar Digital Service (JDS) This research was conducted by searching for information on civil servants (PNS) and ex- pert employees about organizational and leadership methods applied in Jabar Digital Service. Concepts of agile organization and agile leadership and researching quantitatively the perception of employee experience of expert employees on the implementation of agile conceptions to organization and leadership in Jabar Digital Service using Structural Equation Modeling (SEM) with a Partial Least Square (PLS) method was compared. This study shows that the implementation of agile organization and agile leadership can be applied in government organizations that are in fact rigid about change which is also shown by the level of positive perception of expert employees on the employee experience in the Jabar Digital Service environment.
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Chen, Shyh-jer, Pei-fen Lin, Chia-mei Lu, and Chiung-wen Tsao. "THE MODERATION EFFECT OF HR STRENGTH ON THE RELATIONSHIP BETWEEN EMPLOYEE COMMITMENT AND JOB PERFORMANCE." Social Behavior and Personality: an international journal 35, no. 8 (2007): 1121–38. http://dx.doi.org/10.2224/sbp.2007.35.8.1121.
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In this study a hierarchical linear model was employed to identify the specific relationships between employee affective commitment, employee perceptions of HR practices and job performance, and the moderating effect of HR strength was examined, using the extent to which employers and employees share the same perceptions of HR practices as a proxy for consistency. The data were collected via structured questionnaire from hairdressing salons throughout Taiwan. Usable questionnaires from 307 hairdressers and 103 shop owners constituted individual- and organizational-levels of data. We found that the more consistent the perception of HR practices between hairdressers and shop owners, the greater the employee affective commitment to the organization, emphasizing the value of HR practices in communicating clear and direct signals to employees regarding norms and expectations.
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Putra, Yohanes Rico Ananda, and Muhammad Irfan Syaebani. "Effect of Employee Perception of Sex Diversity and Employee Perception of Retaining Sex Diversity on Work Efforts Mediated By Interactional Justice, Distributive Justice, and Procedural Justice in Public Sector." Syntax Literate ; Jurnal Ilmiah Indonesia 7, no. 10 (2023): 18224–37. http://dx.doi.org/10.36418/syntax-literate.v7i10.13297.
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Digital transformation has become one of the government programs. In an organization full of diversity, leaders need to carry out good governance. Proper diversity management is needed for organizations with diverse employees. Diversity management can be felt by employees from two perspectives, namely how employees see the existing diversity and how employees see the organization's efforts to maintain diversity. Apart from being applied to managing organizations, diversity management is directly proportional to organizational justice. This research aims to determine the effect of perceptions of sex diversity and perceptions of retaining sex diversity on employee work efforts in the public sector mediated by interactional justice, distributive justice, and procedural justice in organizations. Research data was collected using a questionnaire and obtained 148 respondents. The collected data was analyzed using the Partial Least Square (PLS-SEM) based Structural Equation Modeling method with the SmartPLS application. The results showed that there was a positive effect on perceptions of employee diversity and perceptions of retaining employee diversity on work effort mediated by procedural justice. However, the results showed that other variables had a different effect. This research contributes to providing an overview regarding how to improve the work efforts of employees in the public sector, especially those with a high level of diversity.
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Ayça, Betül. "Association between Authentic Leadership and Job Performance—The Moderating Roles of Trust in the Supervisor and Trust in the Organization: The Example of Türkiye." Sustainability 15, no. 8 (2023): 6539. http://dx.doi.org/10.3390/su15086539.
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This study examines the relationship between authentic leadership and employee job performance and explores the moderating roles of employee perceptions of trust in the organization and trust in their managers in this relationship. It was carried out with a quantitative method using a correlational research design. The research was cross-sectional. The participants were employees from five service industry companies operating in Türkiye. The results indicate that authentic leadership, trust in the supervisor, and trust in the organization strongly and positively affect employee job performance. The findings show that authentic leadership substantially impacts employees’ job performance as employees are followers of the internalized moral values of their supervisors. The moderating roles of the two key concepts of employees’ perception of trust in the supervisor and trust in the organization are consistent with the relevant theoretical framework. If leaders of organizations can behave honestly and focus on establishing constructive relations with their employees regarding the ideas and reasons behind business strategies, employees will be able to accept their leaders as role models and motivate themselves at work. It would benefit managers to demonstrate to their employees that fairness is a top priority in their managerial methods, actions, and activities.
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Al Turki, Ahmed, and Ahmed Mohammed Elnour Elkhalifa. "Perceived organizational support for innovation and its impact on employee work commitment among healthcare workers in Riyadh, Saudi Arabia." Journal of Healthcare Administration 2, no. 1 (2023): 10–19. http://dx.doi.org/10.33546/joha.2651.
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Background: The Support Theory for Organizations asserts that an organization can only experience growth when its employees feel accepted and have access to opportunities for change. The behavior of organizations towards change can either be accepting or resistant. When an organization adopts an innovative support strategy, it encourages positive employee behavior and creativity, in addition to practicing transformational leadership styles. Commitment, the state of being dedicated to work or action, is a fundamental theory for a thriving workplace environment. Objective: This study aimed to determine the relationship between leader perception of innovation acceptance and employee work commitment among healthcare providers in multi-centers in Riyadh, Saudi Arabia. Methods: This was a cross-sectional study conducted in 2019. Data were collected using Perceived Organization Innovativeness Scale and the Employee Engagement Questionnaire to measure leader innovativeness perception and employee work commitment. Convenience sampling was carried out in eight departments, and the data were analyzed using IBM SPSS version 23 for descriptive data analysis and ANOVA. Results: The result was not significant enough to reach a proven level (p <0.05). However, the leaders who participated in the study had a moderate to high perception of innovation, and 51% of the employees had an above-average commitment score. Conclusion: The study concluded that leaders' behavior towards innovation may enhance employees' work productivity. However, a well-structured multicentric project should be conducted to assess this theory further.
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Alfani, Muhammad, and Muhammad Hadini. "Pengaruh Person Job Fit dan Person Organization Fit Terhadap Organizational Citizenship Behavior dan Kinerja Karyawan Universitas Islam Kalimantan Muhammad Arsyad Al Banjari Banjarmasin." Jurnal Riset Inspirasi Manajemen dan Kewirausahaan 2, no. 2 (2018): 73–85. http://dx.doi.org/10.35130/jrimk.v2i2.19.
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Research done on employees of the University of Islamic Kalimantan Muhammad Arsyad Al Banjari Banjarmasin about person job fit (PJFit) and the person organization fit (POFit) against organization citizenship behavior (OCB) and The employee performance.From a population of 105 employees the University of Islamic Kalimantan Muhammad Arsyad Al Banjari, Banjarmasin, and by using the formula the census, then spread the now to as many as 105 people sample respondents.By using the software AMOS version 20.0 SEM model equations and use, so that research results obtained; The perception of the person job fit has no effect to the OCB and has no effect to the performance of employees.But the perception of the person job fit has effect to OCB and to on employee performance, if applied to the assumption that it is implemented properly in the process of recruitment of the employees in the form of the application of the jobs analysis, of the job description, and the job specification, as well as the assessment of the work or Jobs Evaluation.Furthermore the perception person organization fit significantly to effect the OCB and employee performance.Perception OCB significantly influential on performance of employees
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Shafi, Haroon, Mubashir Hussain ., Syed Imran Sajjad ., and Kashif Ur Rehman . "Relationship between Risk Perception and Employee Investment Behavior." Journal of Economics and Behavioral Studies 3, no. 6 (2011): 345–51. http://dx.doi.org/10.22610/jebs.v3i6.289.
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Investment behavior of an investor depends on his/her risk perception and risk attitude. This paper attempts to explore that how the perception of an investor who is also the employee of that organization differs from other investors. Does he/she perceives risk similarly as other common investors or his relationship with the organization as an employee has any impact his/her risk perception, attitude and investment behavior. This research study is conceptual in nature and mainly based on previous literature findings and evidences. Findings of this study suggested that employees risk perception is directly related with investment behavior and there is strong relationship between them. This can help the management to make special offers of shares to employees, this will further strength the bond of employees with the organization.
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Afianti, Yuni, and Ahmad Azmy. "The Perception of Ogranizational Commitment and Employee Engagement: A Literature Review." International Journal of Multicultural and Multireligious Understanding 10, no. 12 (2023): 422. http://dx.doi.org/10.18415/ijmmu.v10i12.5323.
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Employee engagement is a means to achieve the goal of organization. In this study, the researchers define transformational leadership model as a variable that can affect employee engagement. The employee engagement includes improving the employees’ responsibilities, motivating the coworkers, and influencing the employees’ performance. Accordingly, a study in line with the determinant of employee engagement is needed. This is qualitative research based on literature review the perception of employee engagement. It is important to identify the root factors that lead to employees being engaged. Employee Engagement is influenced by perceptions of organizational support and organizational justice. The aim of this empirical study was to learn more about the factors that influence employee engagement, such as motivation in the Ministry of Industry.
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Ahmad, Farhan, and Isto Huvila. "Organizational changes, trust and information sharing: an empirical study." Aslib Journal of Information Management 71, no. 5 (2019): 677–92. http://dx.doi.org/10.1108/ajim-05-2018-0122.
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Purpose While there is relatively plenty of evidence for the positive impact of communication on the perceptions of organizational change, how organizational changes affect information sharing is relatively unknown. The purpose of this paper is to investigate if a favorable perception of ongoing organizational changes has a positive impact on information sharing and whether trust mediates this relationship. Design/methodology/approach A questionnaire (n=317) was administered to the employees of a large Finnish multinational organization. Partial least square structural equation modeling was used to test the hypotheses based on earlier research findings. Findings The results show that a positive perception of recent organizational changes improves information sharing both directly and indirectly, mediated by trust. Consequently, when changes are perceived negatively, employees recoil from information sharing which is known to have negative implications for organizations. Research limitations/implications Data were collected in a single organization. The nature of the specific changes in the studied organization and its particularities undoubtedly had an effect on respondents’ perceptions. Originality/value This paper contributes to organizational information management research by elaborating on the relationship between organizational changes and interpersonal information sharing between employees. To the authors’ knowledge, this is the first quantitative study confirming the impact of the perception of organizational changes on employee information-sharing behavior.
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Oo, Eaint, Heajung Jung, and In-Jo Park. "Psychological Factors Linking Perceived CSR to OCB: The Role of Organizational Pride, Collectivism, and Person–Organization Fit." Sustainability 10, no. 7 (2018): 2481. http://dx.doi.org/10.3390/su10072481.
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Despite a growing amount of research on the impact of perceived corporate social responsibility (CSR) on employee behavior, psychological factors explaining why and for whom the relationship holds have yet to be fully investigated. Drawing on social identity theory, this study examined organizational pride as the underlying psychological mechanism explaining the relationship between CSR perception and organizational citizenship behavior (OCB), and tested the moderating effects by two individual difference variables: collectivism orientation and person–organization fit. Analyses of survey data collected from 210 employees in South Korea showed that organizational pride mediated the CSR perception–OCB relationship. In addition, collectivism orientation strengthens the CSR–pride relationship, while person–organization fit strengthens the OCB–pride relationship. This research contributes to the relevant literature by stressing the importance of individual characteristics in predicting and understanding the effects of CSR perception on employee behavior.
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Williams, Adam M., and J. Travis Bland. "Drivers of Social Engagement: Employee Voice–Advice Sharing Relationship." Review of Public Personnel Administration 40, no. 4 (2019): 669–90. http://dx.doi.org/10.1177/0734371x19850873.
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Sparked by recent scholarly interest in identifying the drivers or antecedents of employee engagement, this article examines the relationship between an employee’s perception of voice and his or her propensity to socially engage in the form of sharing advice. In this article, we conceptualize an employee’s perception of voice as multi-directional in nature. This is because, whether directed upward, downward, or laterally, employees will develop multiple perceptions of voice as they distinguish between their social exchanges across and within the various levels of the organization. Surveying the city workforce of Marietta, Georgia, we found a positive perception of voice is a key driver or antecedent to advice sharing across vertical boundaries with superiors and subordinates and across lateral boundaries with peers. Yet contrary to what the literature would suggest about the influence of superiors on subordinates, we found that low perceptions of upward voice (i.e., perceptions shaped by those at higher levels of the organization) did not influence an employee’s decision to share advice with his or her own subordinates or peers. This research shifts some much-needed attention toward advice sharing as a social manifestation of employee engagement and establishes the importance of assessing and managing an employee’s multiple perceptions of voice.
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Lu, Yingying. "A Review of the Influence of Organizational Identity on Employee Performance." BCP Business & Management 39 (February 22, 2023): 407–19. http://dx.doi.org/10.54691/bcpbm.v39i.4205.
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Modern enterprises pay more and more attention to employees' sense of organizational identity. Employees with high organizational identity may be more inclined to show their recognition of all aspects of the organization, make all kinds of behaviors beneficial to the organization, and make decisions consistent with organizational goals. From the perspective of research, the overall performance can be divided into organizational performance and employee performance, and the quality of employees' job performance has a particularly great impact on organizational performance. In order to improve the overall performance of enterprises, we must first improve employees' job performance. Internal identity perception is that employees perceive whether they are part of the organization, whether they are accepted by the organization, and what kind of development space they get in the organization. For employees' different degrees of organizational identification with the enterprise, employees form different behaviors based on different perceptions, which in turn affects employees' job performance. Based on the literature review and combing, the purpose of this study is to study the influence of organizational identity on employees' job performance and the moderating effect of insider identity perception on them, so as to clarify the relationship among them.
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Sah, Gunja Kumari. "Perception of Employees on Employer Branding of Nepalese Insurance Industry." Journal of Nepalese Business Studies 16, no. 1 (2023): 84–98. http://dx.doi.org/10.3126/jnbs.v16i1.62384.
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In this strategic human resource management era, employees are the most crucial components in the business world. Employers must consider how their workforce views the company and its brand. The study aims to explore employees' perception of employer branding in the Nepalese Insurance Industry. The study also examines the influence of employers' brands on employees' perceptions in the Nepalese industry sectors. The research obtained information from the 400 employees working in the insurance industry by using convenience sampling techniques. However, 44 were incomplete information, 31 were removed for validity, and 325 were applicable for analysis. The structured questionnaire was prepared based on a five-point Likert scale from strongly disagree to strongly agree to evaluate employees' perceptions. SPSS 20.0 software was used to assist in data analysis. Information was analyzed by descriptive analysis methods in which frequency analysis, cross tab, mean, and standard deviation were considered. The study's findings explained employees' favorable perceptions toward insurance companies' brands. The employer's branding highly impacted employees' perceptions. Employees had a favorable opinion of their organization when their overall employer branding score was high. Employees with higher education levels had a positive opinion of employer brands, but people with lower education levels had a negative perception. The majority of employees agree with the company brand. Therefore, there is a greater need for insurance companies to create strategies necessary to guarantee that their employees will stay in the same workplace in the future. Employer branding benefits an organization's recruiting efforts and lowers recruitment expenditures. Additionally, the research explains employers' brands helpful for staff retention and lower employee turnover rates. So, the employer brand may be used to categorize the necessary strategies.
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Irene, Ayot. "The Impact of Employee Engagement on Organization’s Productivity on United Methods on Relief Services." TEXILA INTERNATIONAL JOURNAL OF ACADEMIC RESEARCH 8, no. 2 (2021): 12–18. http://dx.doi.org/10.21522/tijar.2014.08.02.art002.
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Employee engagement has arisen as a widespread organizational perception in current years. It is the level of strength of mental and emotional connection employees feel toward their workplaces and its values and beliefs. When employees are engaged and aware of the business framework and work as a team to improve performance within the job for the advantage of the organization. Employee engagement resourcefulness has a straight effect on the organization's level of production. Every company/ organization requires their workers to be engaged in their respective work. Employee engagement is linked to customer satisfaction which is connected to an organization's financial success. Engagement arises when adequate individuals give attention to performing good work and care concerned about what the company is thriving to attain and in what way it is an accomplishment. This helpful mentality and behavior only arise once people get satisfied with their jobs they do and are convinced that the organization supports them, with an effective HR manager. This paper covers a literature review from several study findings and practices employed by the use of an expressive research method. It schemes the effect of worker’s engagement on the productivity of the organization. It also showcased the factors affecting the worker’s assignation and organizational results.
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Iqbal, Isra, Aisha Haroon, Areeba Habib, and Omar Ahmed Shaikh. "INFLUENCE OF ORGANIZATIONAL POLITICS' PERCEPTION, ORGANIZATIONAL TRUST, AND SELECTED HRM PRACTICES ON EMPLOYEES' TURNOVER INTENTION." Journal for Business Education and Management 4, no. 1 (2024): 35–64. https://doi.org/10.56596/jbem.v4i1.111.
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Previous research studies have emphasized employment turnover's detrimental impact on people and organizations. Researchers have examined many elements to comprehend the effects of turnover intentions in the workplace and understand why employees choose to leave their organizations fully. Earlier research has extensively investigated organizational–related factors, including the perception of organizational justice, work happiness, reported psychological contract breaches, and felt organizational support. Although there have been many empirical studies, it is clear from the literature that there needs to be more focus on understanding how perceived organizational politics (P.O.P.), employees' perception of Trust in an organization (O.T.), and perceived human resources management (H.R.) practices affect employees' turnover intention (T.I.). The current study investigates the complex connections among employee turnover, perceived organizational politics, organizational Trust, and perceived human resource management practices among employees at the National Bank of Pakistan Head Office. The approach used in this study is multiple regression analysis, including the sample size of 175 participants employed at the National Bank of Pakistan. The results indicated a substantial relation between the perception of organizational politics and the desire to leave the company. Furthermore, the findings demonstrated that Trust inside the organization and the perception of human resource procedures had substantial and adverse correlations with intentions to leave the company. In addition, the study survey found that male employees are more prone to leave the organization than female employees. The statistics also revealed that younger professionals were prone to quit their existing jobs or organizations compared to their older peers. The ramifications of these discoveries are examined within both theoretical and practical frameworks.
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Molnár, Csilla, Imola Csehné Papp, and Tímea Juhász. "Organizational strategies and tools of employee well-being as perceived by employees." Management & Marketing 19, no. 2 (2024): 336–61. http://dx.doi.org/10.2478/mmcks-2024-0015.
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Abstract The purpose of the study was to examine the organizational strategy and tools of employee well-being, as perceived by employees. Although improving physical, mental, and social conditions of employees have positive impact on economic performance and competitiveness of organizations, little is known about how employee wellbeing appears in human resource management strategy and practices of organizations. Few research is available examining the adaptability of well-being strategy and tools from the perspective of employees as stakeholders. Therefore, the methodology of the current study was an exploratory sequential mixed method, with an embedded case study. Qualitative exploratory phase consisted of 27 semi-structured interviews with human resource management experts of Hungarian and international for-profit organizations. The results supported the definition for selection criteria of case study sampling and the design of a research tool for the quantitative phase. In the case study, interviews and quantitative research were conducted at the selected organization. The self-developed questionnaire included the Workplace PERMA Profile, reflecting the five pillars of well-being: Positive emotions, Engagement, Relationships, Meaning, and Accomplishment. The questionnaire has been filled out by 222 employees. The data integration results explored that the well-being is less characterized by a strategic approach, despite its importance defined by respondents. Employee perception analysis has led to the creation of employee well-being profiles, mapping organizational tools supporting employee satisfaction, and highlighting the inconsistences of organizational strategy and employee perceptions. The results could contribute to further studies and development of human resource management practices to improve employee well-being by directing the focus on its growing importance in economic and labor competitiveness.
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A, SHANODHINI, and SRIVIDHYA S. "startup module on human resource services related to perception of job satisfaction and employee performance." Journal of Management and Science 9, no. 2 (2019): 117–24. http://dx.doi.org/10.26524/jms.2019.13.
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Organizations face strong pressures in insistent environments to be well-organized and at the same time produce goods of value. By ensuring that their workers are optimal at all times mainly organizations can gain viable advantage. Satisfied employees form a bond with the company and take satisfaction in their organizational relationship, they consider in the goals and values of the organization. Therefore, these employees show high levels of performance and efficiency. Dissatisfied employees display personality of low productivity, absenteeism, and proceeds. These personalities are highly expensive for the organization. Therefore, it is fundamental that research is done to determine the relationship between job satisfaction and employee performance.
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Dr., Neeraj Kumari, and Devi Singh Dr. "EMPLOYEES PERCEPTION TOWARDS 360 DEGREE FEEDBACK PERFORMANCE APPRAISAL SYSTEM." International Journal of Human Resource & Industrial Research 4, no. 5 (2017): 21–34. https://doi.org/10.5281/zenodo.10701968.
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<strong>ABSTRACT</strong> To meet the current norms and changing requirements of the corporate the organizations have to choose effective policies. 360 Degree Appraisal System has been found to be one such facilitator of change at individual level. The organization has started the technique of 360-degree appraisal, and it is imperative to gain employee acceptance on the technique and be consistent across the employees. So, the main purpose of the study is to know the perception of the employees about the 360-degree appraisal system. Data is collected through random sampling from 40 employees through questionnaire covering 10 aspects of 360 degree appraisal system. The analysis is done with statistical tools using SPSS. It is found that the employees of the organization feel that 360-degree appraisal system is a tool for complete evaluation. The effective implementation of the 360-degree performance appraisal will increase employee’s motivation and better performance thus resulting in better productivity. <strong>Key Words: </strong>360-Degree Appraisal System, expected performance, role and targets, self review, self -serving bias, and training & development needs. <strong> </strong>
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Rafiq, Ayesha, Sumera Mehmood, Muhammad Nazim, and Faryal Abbas Abdi. "Unveiling the Role of Hope in Fostering Organizational Citizenship Behavior." Journal of Business and Social Review in Emerging Economies 9, no. 4 (2023): 539–50. http://dx.doi.org/10.26710/jbsee.v9i4.2864.
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Purpose: The purpose of the study is to examine the relationship between goal attainment, employee hope, employee perception of organizational performance and their impact on Organization citizenship behavior
 Design/Methodology/Approach: The research employs a quantitative causal research design, aiming to establish causal relationships between employee hope and organizational citizenship behavior (OCB). It utilizes survey methodology to collect data from employees across various professional streams within an organization. The approach is rooted in the Affect Theory of Fredrickson's broaden-and-build theory and Social Exchange, which serve as theoretical frameworks for understanding the relationship between employee hope and OCB.
 Findings: The findings reveal significant positive relationships between both employee goal attainment and employee perception of organizational performance and employee hope. Additionally, employee perception of organizational performance and employee goal attainment are positively associated with organizational citizenship behavior (OCB).
 Implications/Originality/Value: The research findings have theoretical and practical implications. Theoretically, the study contributes to the understanding of the mechanisms underlying OCB by highlighting the role of employee hope and its relationship with other factors such as goal attainment and perception of organizational performance.
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Wibowo, Ugung Dwi Ario, and Yudhistira Pradhipta Aryoko. "PERSON-ORGANIZATION FIT AND PERCEPTION OF JOB CHARACTERISTICS ON ORGANIZATIONAL COMMITMENT, AND THE IMPACT ON PERFORMANCE IN SHARIA ORGANIZATIONS." SENTRI: Jurnal Riset Ilmiah 3, no. 2 (2024): 954–66. http://dx.doi.org/10.55681/sentri.v3i2.2213.
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There are 164 sharia public credit bank or BPR Syariah in Indonesia that ideally, their employees have a commitment to sharia organizations. The antecedents such as person-organization fit and perception on characteristics of their work. Meanwhile, it is necessary to understand the influence of person-organization fit and perceptions of job characteristics on organizational commitment, and their impact on performance in sharia organizations. This research using quantitative research, with the subjects of this research were employees of the BPR Syariah in Banyumas Regency. Data collected by scales and the hypothesis tested by path analysis. The conclusions are: person-organization fit and perception on job characteristics have a significant effect on organizational commitment, as well as their impact as mediators on performance in sharia organizations; perception on job characteristics have a significant effect on performance, but the person organization fit variable does not have a significant direct effect on performance. Organizational commitment as a mediator contributes to the influence of person organization fit and perceptions of job characteristics on performance through organizational commitment as a mediator for employees on sharia organizations with a total contribution of 46.7%.
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Tariq, Anam, Sidra Sarwar, Saroosh Tariq, Maryam Zameer, and Areej Zara. "Impact of Employees HR Perceptions on Organizational Commitment: A Mediating Role of Job Satisfaction and Perceived Organizational Support." Audit and Accounting Review 1, no. 2 (2021): 1–25. http://dx.doi.org/10.32350/aar.12.01.
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This study examines the connection between employees' HR perceptions and organizational commitment. In addition, the study also investigates a mediating role of job satisfaction and observed organizational support in the relationship between employees' HR perception and organizational commitment. The researchers gathered primary data through a survey questionnaire. The employees of the commercial banks are the unit of analysis whereas, the total sample size understudy was 300. The exogenous variable is employee HR perception, and the endogenous variable is organizational commitment. Moreover, job satisfaction and perceived organizational support are the mediators of this study. Descriptive analysis (mean and standard deviation) and inferential statistical techniques (reliability, correlation and regression analysis) were used for data analysis. Empirical findings show a significant impact of employee HR perception on organizational commitment. In addition, job satisfaction & perceived organizational support significantly mediates in the relationship between employees' HR perception and organizational commitment. We recommended that further research with a larger sample size and diversified industries be carried out to consolidate the research outcomes.Keywords: employee HR perception, job satisfaction, organizational commitment, perceived organizational support
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Noel, B. Agustin, Anne E. Caday Gladys, and T. Cardona Melvierose. "The Role of Incentives in Enhancing Employee Satisfaction: A Comprehensive Analysis." International Journal of Innovative Science and Research Technology (IJISRT) 9, no. 12 (2024): 301–38. https://doi.org/10.5281/zenodo.14513119.
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Employee satisfaction plays a very important role in the success of an organization because it influences the success, productivity, engagement and retention Locke (1969). This study investigates the role of incentives both monetary and non- monetary in enhancing employee satisfaction within various organizational settings. By examining and reviewing the available and existing literature and conducting a comprehensive analysis through surveys, questionnaires and interviews with employees across different sectors primarily in Cabanatuan City, Nueva Ecija, the study aims to determine which kind or types of incentives are most effective and ideal to use in most organizations in boosting their employee’s motivation and satisfaction. The research also explores the potential gap between the organization’s management perception of effective incentives and the actual needs of its employees. The findings from this study will provide valuable insights for those organizations seeking help on how they will optimize their incentive programs that will improve their employee satisfaction, retention, and overall organizational performance.
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Sun, Jinhua, Yuhang Gan, Jian Hu, and Chen Yang. "Facilitating or Hindering? The Impact of Employee Perceptions of Digital Technology on Digital Creativity." Academic Journal of Science and Technology 15, no. 1 (2025): 273–84. https://doi.org/10.54097/2tp2sp77.
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As an emerging employee creativity under the revolutionary breakthrough of digital technology (DT), the formation of digital creativity not only requires organizations to provide DT to employees, but also depends on their own perception of DT. Due to DT puts heavy pressure on the career development of employees, some evidence suggests that they may have different perceptions towards the DT. However, research on consequences of employee DT perceptions has mostly neglected to distinguish them. Drawing on transactional theory of stress and Kurt Lewin’s field theory, we develop a novel model explaining how differentiated state of DT perception affects employees' digital creativity. Through a multi-wave, multi-source survey of 451 leader-employee dyads, our study unveil that employee DT opportunity perception positively affects digital creativity, and employee DT threat perception negatively affects digital creativity; promotion-oriented job crafting plays a partially mediating role in the relationship between employee DT opportunity perception and digital creativity, and Prevention-oriented job crafting plays a partially mediating role in the relationship between employee DT threat perception and digital creativity; digital technology self-efficacy plays a moderating role in this process mechanism. The findings deepen employees' understanding of digital technology, and provides insights to business innovation.
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Mustika. "Literature Review: Analysis of the Relationship between Employer Branding, Employee Engagement, and Employee Retention." Nomico 1, no. 8 (2024): 54–64. http://dx.doi.org/10.62872/r8b99d77.
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Employer branding is an essential concept that significantly influences employees' perceptions and experiences within an organization, ultimately affecting employee retention and engagement. This research aims to explore the importance of employer branding by employing a Systematic Literature Review (SLR) methodology, analyzing a diverse range of academic sources from reputable databases, including Scopus, Emerald, and Google Scholar. The inclusion criteria focused on open-access journals published in both English and Indonesian, ensuring a comprehensive understanding of the topic. The findings indicate a strong correlation between effective employer branding and increased employee retention rates. Employees are more likely to remain with organizations that present a positive brand image, showcasing a strong cultural identity and aligning with their values. Furthermore, the study highlights the significance of emotional factors, particularly employee engagement, in influencing retention. Engaged employees tend to be more productive and committed to their work, fostering a sense of belonging and loyalty to the organization. These insights underscore the necessity for companies to invest in employer branding strategies, as a well-defined employer brand not only attracts top talent but also retains valuable employees. By prioritizing employer branding, organizations can enhance workforce stability and overall performance, ultimately leading to a more motivated and dedicated workforce that drives success.
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Kiboi, Anne Wanjiru, and Jackson K. Maalu. "Employee Perception of Performance Contracting in State Corporations." Journal of Entrepreneurship and Project Management 8, no. 1 (2023): 41–63. http://dx.doi.org/10.47941/jepm.1307.
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Purpose: Drastic and fundamental changes are increasingly occurring in the environment in which organizations operate. An obvious manifestation of the responses towards this turbulent environment is the introduction of performance contracting as part of the broader public sector reforms aimed at improving efficiency and effectiveness in the management of the services. Employees form a major stakeholder group in an enterprise. However, their productivity and performance is dependent on their degree of motivation. This can be influenced by how they perceive and interpret various initiatives that may be introduced by the organization; a critical one in this regard being introduction of performance contracting. Performance contracting is a devolved management by outcome rather than management by processes. It provides a range of management instruments used within the public sector to define responsibilities and expectations between parties to achieve mutually agreed result. This research work sought to investigate the disconnect that may arise between employee perception of performance contracting in state corporations, based on their initial expectations from such a plan. The main objectives investigated during the study were to establish employee perception of the performance contracts adopted by the state corporations.
 Methodology: A sample of 160 respondents was used in the study. The data collected was presented using tables and analyzed using descriptive statistics i.e. frequencies, percentages, mean scores and standard deviations. 
 Findings: The study established that there was a significant perception gap between employee expectations and perceived performance of the strategy in all indicators measure.
 Unique contributions to theory, practice and policy: Recommendations made were that, all employees need to be stakeholders in the future direction of the organization, even if it be in varying degrees. Their daily performance and activities should be measured along the specific milestones and core values identified by the contract, since what cannot be measured cannot be managed.
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Jamruddin, Sayydatuz Shoimah, and Nova Novita. "DIVERSITAS MANAJEMEN DAN DIVERSIFIKASI PENDAPATAN SEBAGAI FAKTOR YANG MEMPENGARUHI PROFITABILITAS PERBANKAN (Studi Empiris Pada Perbankan yang Terdaftar di BEI Periode 2010 – 2014)." Jurnal Akuntansi 7, no. 1 (2019): 1–12. http://dx.doi.org/10.33369/j.akuntansi.7.1.1-12.
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Ideally, there is no difference perception between members of an organization toward internal auditor roles. This study identified the perception between employees and lecturers of University of Bengkulu; whether the internal auditor as audit snoop, consultant, or Management representative. Data is analyzed using independent sample t test. The research results show that there are difference perceptions between employee and lecturers toward the role of internal auditor as audit snoop and as a consultant. However, this study found no difference perceptions among them on the role of internal auditor as management’s representative. Major role of internal auditor according to employee and lecturers at the University of Bengkulu is the role of as a consultant.Keywords : Internal Auditor, Role, Audit Snoop, Consultant, Management’s Representative
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Kim, Jaeseong, and Sang Ok Choi. "The Intensity of Organizational Change and the Perception of Organizational Innovativeness; with Discussion on Open Innovation." Journal of Open Innovation: Technology, Market, and Complexity 6, no. 3 (2020): 66. http://dx.doi.org/10.3390/joitmc6030066.
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Each individual member of an organization must recognize and lead innovation, which can be affected by human resource development (HRD) investments and organizational changes. In this study, we aimed to verify how HRD investment at the individual level relates to employee perceptions of organizational innovativeness and to examine how the intensity of organizational change, a situational factor at the organizational level, affects the relationship between HRD investment and employee perceptions of organizational innovativeness through multilevel analysis using hierarchical linear models. We performed an analysis based on the responses from 5184 workers and 125 companies where corporate-level and personal-level data were matched in a Human Capital Corporate Panel (HCCP) survey. HRD investment by employees was shown to increase the perception of organizational innovativeness. The results demonstrated that the intensity of organizational change moderated the relationship between HRD investment and the perception of organizational innovativeness. However, the stronger the organizational change intensity, the weaker the positive effect of HRD investment on the perception of organizational innovativeness. Finally, we presented theoretical and practical implications and further research tasks related to the HRD of corporations and open innovation.
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Dr., Nasser Fegh-hi Farahmand. "Entrepreneurial Culture Extrapolate Perception by Extrinsic Incentive Management." Journal of Research in Business, Economics and Management 2, no. 1 (2015): 56–68. https://doi.org/10.5281/zenodo.16545.
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Organizations can adopt various systems extrapolate perception humanistic approach empowerment practices to enhance employee satisfaction. This paper considers the extrinsic incentive management. The strategic importance of workers is discussed and their interaction, as an asset, with other important organization assets. The basic methodologies for workers are then explained and their limitations are considered. The systems extrapolate perception revolution moves recording and analysis activities that were traditionally professional performance lines of activities focused to high operational content. The scientific and systems extrapolate perception progress, growth and internationalization of markets, processors are processes in which the accounting profession plays a leading role of extrinsic incentive management. This study has reviewed how organizations, as powerful systems extrapolate perception humanistic approach empowerment and development eating institutions, have applied normative expectations and established boundaries for the acceptable expression of emotion among employees through tactics such as applicant screening and selection measures.
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Nasser, Fegh-hi Farahmand. "Entrepreneurial Culture Extrapolate Perception by Extrinsic Incentive Management." Journal of Research in Business, Economics and Management 2, no. 1 (2015): 56–68. https://doi.org/10.5281/zenodo.3965395.
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Organizations can adopt various systems extrapolate perception humanistic approach empowerment practices to enhance employee satisfaction. This paper considers the extrinsic incentive management. The strategic importance of workers is discussed and their interaction, as an asset, with other important organization assets. The basic methodologies for workers are then explained and their limitations are considered. The systems extrapolate perception revolution moves recording and analysis activities that were traditionally professional performance lines of activities focused to high operational content. The scientific and systems extrapolate perception progress, growth and internationalization of markets, processors are processes in which the accounting profession plays a leading role of extrinsic incentive management. This study has reviewed how organizations, as powerful systems extrapolate perception humanistic approach empowerment and development eating institutions, have applied normative expectations and established boundaries for the acceptable expression of emotion among employees through tactics such as applicant screening and selection measures.
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Priskila, Ellen, Melitina Tecoalu, Saparso, and Hery Winoto Tj. "The Role of Employee Engagement in Mediating Perceived Organizational Support for Millennial Employee Organizational Citizenship Behavior." Journal of Sosial Science 2, no. 3 (2021): 258–65. http://dx.doi.org/10.46799/jsss.v2i3.129.
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The era of globalization is a time when competition becomes increasingly tight, employees are required to be able to show extra work behavior that can exceed the expectations of the organization (extra role behavior). The existence of high initiative from employees is able to improve the effectiveness of an organization, while employees who have good organizational support will also form positive behavior as a form of reciprocal support to the organization. Through employee engagement is expected to strengthen the behavior of the organization's citizenship. In Indonesia is currently entering the era of demographic bonuses, the condition makes this research interesting to do in millennials. The purpose of this study is to test the influence of employee engagement in mediating perceived organizational support to the organizational citizenship behavior of 83 millennial employees of PT Tatalogam Lestari. Structural Equation Modelling (SEM) analysis techniques using SmartPLS were used in this study. The results of the analysis stated that there is an influence perceived organizational support, employee engagement and organizational citizenship behavior. Employee engagement is also proven to mediate the influence of perceived organizational support on organizational citizenship behavior. This study found that the higher the perception of organizational support in employees, the higher the sense of attachment of employees with the organization, so as to encourage the occurrence of organizational citizenship behavior in employees.
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Priskila, Ellen, Melitina Tecoalu, Saparso, and Hery Winoto Tj. "The Role of Employee Engagement in Mediating Perceived Organizational Support for Millennial Employee Organizational Citizenship Behavior." Journal of Social Science 2, no. 3 (2021): 258–65. http://dx.doi.org/10.46799/jss.v2i3.129.
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The era of globalization is a time when competition becomes increasingly tight, employees are required to be able to show extra work behavior that can exceed the expectations of the organization (extra role behavior). The existence of high initiative from employees is able to improve the effectiveness of an organization, while employees who have good organizational support will also form positive behavior as a form of reciprocal support to the organization. Through employee engagement is expected to strengthen the behavior of the organization's citizenship. In Indonesia is currently entering the era of demographic bonuses, the condition makes this research interesting to do in millennials. The purpose of this study is to test the influence of employee engagement in mediating perceived organizational support to the organizational citizenship behavior of 83 millennial employees of PT Tatalogam Lestari. Structural Equation Modelling (SEM) analysis techniques using SmartPLS were used in this study. The results of the analysis stated that there is an influence perceived organizational support, employee engagement and organizational citizenship behavior. Employee engagement is also proven to mediate the influence of perceived organizational support on organizational citizenship behavior. This study found that the higher the perception of organizational support in employees, the higher the sense of attachment of employees with the organization, so as to encourage the occurrence of organizational citizenship behavior in employees.
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Wiseman, Jennifer, and Amelia Stillwell. "Organizational Justice: Typology, Antecedents and Consequences." Encyclopedia 2, no. 3 (2022): 1287–95. http://dx.doi.org/10.3390/encyclopedia2030086.
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Organizational Justice is an individual’s perception that events, actions, or decisions within an organization adhere to a standard of fairness. Justice researchers have categorized justice into four types, differentiated by how fairness is evaluated by employees: distributive, procedural, interpersonal, and informational justice. Organizational justice perceptions have consequences for the employee and the organization: increasing job satisfaction, commitment, and trust; and decreasing turnover, counterproductive work behaviors, and even workplace violence. Contemporary organizational justice research seeks to understand how to restore justice after an injustice has occurred.
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Theresia Berlian Afrida, Prihatin Lumbanraja, and Yeni Absah. "Keseimbangan Karir dan Keluarga Bagi Wanita Pekerja pada Perspektif Manajemen Konflik." Al-Kharaj: Jurnal Ekonomi, Keuangan & Bisnis Syariah 6, no. 5 (2024): 3945–61. http://dx.doi.org/10.47467/alkharaj.v6i5.1388.
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Working women have the potential to experience conflict in carrying out all of their roles. This conflict has the potential to cause organizational conflict so that it must be managed from both sides. This study aims to analyze conflict and conflict management from 2 perspectives, working women and organization. Qualitative research with a descriptive approach was conducted with in-depth interviews and documentation of key informants of working women, direct supervisors, and supporting informants, which were analyzed using interactive model data analysis techniques. In carrying out their roles, working women have made efforts to balance, but it’s difficult to do. Supporting factors are social support from family, spouses, and coworkers. Differences in perceptions with spouses and coworkers are an inhibiting factor. Organizations perceive role conflict in 2 perceptions, direct supervisors and field employees. In the perception of direct supervisors, role conflict in women doesn’t affect the performance of the field and the organization as a whole. In the perception of field employees, role conflict causes jealousy, reluctance, delegation of tasks, and difficulty carrying out assignments due to changing team arrangements. Supporting factors for the organization are the existence of a communication system in the organization regardless of hierarchy and the sharing of knowledge between leaders regarding employee characteristics and conflict management. Differences regarding the conditions and problems of employees become an obstacle for organization to determine treatment standards. Organizational conflict handling strategies carried out are using persuasive and collaborative leadership styles, open communication with employees, collaboration and compromise conflict management styles.
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Syed, Mohammad Azeem. "Role Space, Organizational Commitment and Perception about the Organization among Retail/Sales Professionals in Saudi Arabia." SEISENSE Journal of Management 1, no. 1 (2018): 38–48. https://doi.org/10.5281/zenodo.1218192.
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This study examines the relationship between role space and organizational commitment among the sales professionals in the Kingdom of Saudi Arabia. Moreover, the study also examines the relationship between organizational commitment and employee perception about the organization they work for. The data were obtained from 148 sales and retail professionals. The gathered data were then analyzed by using suitable statistical tools. The results demonstrate that role space is significantly and negatively related to overall commitment among the selected respondents. Employee perception of the organization is found significantly positively related to affective commitment, normative commitment, and overall commitment. Regression analysis indicates that the change in overall OC is explained by 43.5% resulting from a change in the selected independent variables.
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Kashyap, Vaneet, and Neha Verma. "Linking dimensions of employer branding and turnover intentions." International Journal of Organizational Analysis 26, no. 2 (2018): 282–95. http://dx.doi.org/10.1108/ijoa-03-2017-1134.
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Purpose This paper aims to explore the impact of employer branding dimensions i.e. social value, interest value, economic value, development value and application value on turnover intentions (TIs) of employees working in Indian information technology (IT) sector organizations. Design/methodology/approach A total of 380 junior-, middle- and senior-level executives have been surveyed using a structured questionnaire to measure employees’ perception with respect to the dimensions of employer branding and TIs. Hypotheses have been tested using multiple regression analysis. Findings Employer branding dimensions are negatively correlated with employees’ TIs, and two dimensions (social value and development value) are significant predictors of TIs. Practical implications Higher perceived value in employer brand reduces the TIs. Higher employee retention rates further lead to reduction in the cost of hiring and training of new employees, thereby contributing to the profitability of any organization. Hence, practical relevance is there for handling employee turnover and theoretical importance is for further enhancing the talent management concepts. Originality/value Uniqueness of this study lies in its approach. The role of organizational-level factors rather than individualistic characteristics has been analyzed as predictors of the employees’ decision to leave their organization. Furthermore, the sample of progressive Indian IT sector executives adds to the originality of the work.
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Rumyantseva, I. A., M. B. Zhernakova, and T. Yu Krotenko. "EMPLOYEE DEMOTIVATION: FACTORS AND CAUSES OF EMPLOYEE DEMOTIVATION." Scientific Journal ECONOMIC SYSTEMS 1, no. 181 (2021): 102–8. http://dx.doi.org/10.29030/2309-2076-2021-14-2-102-108.
Full textAbstract:
The article analyzes the factors and causes of the state of demotivation to work among employees of organizations. The author emphasizes the importance of employee motivation for the success of modern organizations and the undesirable consequences of its absence, which acquire the features of an organizational disease. Demotivation is considered by the authors as a decrease in motivation due to the influence of various circumstances. The factors that demotivate employees are analyzed and the probable causes of their occurrence are listed. The article highlights the personal and organizational groups of demotivation factors. Personal factors include chronic dissatisfaction with the dominant needs of employees; incentives used in organizations that become in reality limiting factors; changes occurring in the personal motivational complexes of employees; personal perception by employees of the actions of the organization’s managers as unfair. Organizational factors include unclear division of functions and implemented work processes between employees, unclear organization structure, low manageability of the organization, unclear goals, unreliability of decisions, widely used demotivating management style with a predominance of punishments over rewards, disrespect and neglect of employees. The article considers the employee’s motivational complex, consisting of internal motivation, external positive and external negative motivation, and determines the optimal motivational complex. Attention is paid to the demotivation process, the orientation of employee motivation. The differences in the general motivation of the employee for any actions and the labor motivation of the employee are determined. The necessity of analyzing the motives of people’s behavior in the working environment is emphasized. The article notes the need to distinguish between the real and declared motives of employees, to identify the deep needs, interests and values of people to prevent the state of demotivation.
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S.A., Emmanuel, and Wosu M. "Procedural Justice and Employees’ Commitment in Selected Hospitals in Rivers State." African Journal of Social Sciences and Humanities Research 4, no. 2 (2021): 49–58. http://dx.doi.org/10.52589/ajsshr-ekyd5wid.
Full textAbstract:
Justice perception can influence employees' attitudes and behaviors for good or bad, and in turn, have a positive or negative impact on the employees' performance and the organization's success. The purpose of this study was to identify the roles of procedural justice toward employee commitment. It also examined the relationship between procedural justice and employee commitment. A convenience sampling was used on the sample size of 200 studied. The results of correlation analysis show that there is a significant positive relationship between procedural justice and employee commitment. The study concludes that employees who perceive unfairness in the workplace may exhibit varying degrees of malicious behaviors. This study provides guidelines for organization management and better ways to reduce employee turnover.